Rosemonte Pilot Series: Redefining Executive Advisory in a Shifting Capital Landscape

The capital environment in which today’s executives and family offices operate is in constant motion. Private wealth is expanding, allocations are shifting toward infrastructure and private markets, and new generations are pressing for ESG alignment and wellness infrastructure as anchors of stewardship.

From “coaching” to architecture

Leadership at the top end of the market no longer hinges on toolkits or training hours; it turns on architecture — how strategy, governance, human capital and culture interlock to create durable advantage. Post-pandemic volatility, accelerated tech cycles and regulatory pressure are forcing boards to elevate human capital, operating models and decision velocity from initiatives to fundamentals. Deloitte’s 2024 Global Human Capital Trends is explicit: leaders must reset priorities, evolve governance and design for human performance, culture and wellness infrastructure as non-negotiables. Deloitte United Kingdom

Leadership in the upper echelon of business has outgrown the limitations of traditional coaching and curriculum-based training. What matters now is designing leadership systems that integrate strategy, culture, governance, human capital, and wellness infrastructure. The shift reflects market pressures: private capital staying private longer, families looking for generational continuity, and regulatory regimes demanding foresight.

Recent reports (e.g., by Goldman Sachs and Family Office Surveys) show executives increasingly seeking partners who don’t just coach, but shape decision architecture — the forums, governance bodies, and cultural norms that persist beyond any single leader.

Why an Invitation-Only Pilot Is Timely

The demand for curated entry points in leadership and capital dialogue has never been greater. Global convenings such as Davos or the Bower Forum set the stage for valuable macro-level conversations. Yet their scale and scope can make it difficult to achieve the intimacy and focus required for decision-making at the level of executives and family offices. What leaders increasingly seek are forums that are smaller, discreet, and directly actionable.

Recent surveys confirm this trend. The 2025 Global Family Office Report by Citi found that 70% of family offices are now engaged in direct investments, with many increasing their activity year-on-year. This signals a shift away from broad consensus gatherings toward targeted decision environments, where alignment on strategy, capital, and governance is forged quickly and with clarity.

The Rosemonte Pilot Series has been conceived in this context. It is not an open workshop, but a closed, invitation-only immersion where executive and family office leaders confront the real trade-offs between capital foresight, culture, and legacy. Distinct from our flagship three-day concierge-format workshop, the Pilot is deliberately compact — a one-day setting designed to test dialogue, frameworks, and systems thinking in real time. It is the first move in a structured journey, not a one-off exploit, and a place where Rosemonte’s specific philosophy — blending decision architecture, human capital, and wellbeing infrastructure — comes into focus.

Human Capital & Wellness Infrastructure: Anchors of Stewardship

Two emerging anchors now define what true leadership stewardship requires:

• Human Capital: Organizations placing culture, well-being, and talent development at the core are outperforming peers. Family offices are asking more of leadership beyond financial performance — how resilient is the workforce, how intentional the culture, how able is the institution to purpose-scale.

• Wellness Infrastructure: This is no longer luxury or hospitality; it is critical infrastructure. The Global Wellness Institute reported that the global wellness economy hit US$6.3 trillion in 2023, up from about US$5.8 trillion in 2022, and is projected to grow at ~7.3% annually through 2028. Global Wellness Institute+1

These anchors serve as stabilisers in volatile economies, a hedge against burnout among leadership, and signals to next-gen stakeholders who view capacity, health, and ethical purpose as inseparable from wealth. When framed through systems thinking, human capital and wellbeing infrastructure are not peripheral investments, but integral nodes in the wider architecture of leadership and legacy.

ESG Becomes Structural, Not Optional

Over the past decade, ESG has moved from the margins of investment conversations to the centre of decision-making. What was once a compliance checkbox has become a framework shaping how capital is deployed and how leadership is judged. For family offices in particular, ESG now represents both risk management and legacy positioning.

• In a 2024 Deloitte Private survey, 46% of family offices globally report they currently engage in sustainable investing, up from 42% in 2021. (Deloitte United Kingdom)

• BlackRock’s 2025 Global Family Office Survey found nearly 30% of family offices intend to increase their allocations to infrastructure over the next 12–18 months, citing stability, resilience, and diversified return. (BlackRock)

In other words, ESG is no longer just a box to tick — it is embedded in how capital is allocated, how decisions are evaluated, and how leadership is judged by peers, successors, and the market.

Rosemonte’s Three-Phase Pathway: Pilot → Advisory → Membership

If ESG is one of the defining structural shifts, Rosemonte’s role is to provide a pathway for leaders to navigate it — from initial immersion to long-term stewardship. This pathway is designed to compound alignment and capability, moving leaders beyond episodic learning toward durable architecture.

• Pilot (Invitation-Only, London)
  Compact immersion: bring leaders together in curated settings, align their perspective on human capital, wellness infrastructure, strategy, and legacy.

• Advisory (Bespoke & Discreet)
  Deep engagements following the Pilot: shaping governance, refining operating models, integrating wellness and culture with capital allocations; building frameworks so that decisions persist beyond individuals.

• Membership (Annual Circle)
  For those seeking permanence: ongoing access to Rosemonte’s frameworks, peer-circles, select sessions, delivering cultural inertia and legacy foresight over time.

We are witnessing a realignment in what leadership and stewardship mean at the upper tiers of wealth and governance. With wellness infrastructure and human capital no longer luxuries but essential inflection points, and ESG moving from accessory to foundation, executive advisory must adapt — or risk irrelevance.

The Rosemonte Pilot Series has been created for this new era: the beginning of a structured pathway from insight to architecture for executives, family offices, and legacy builders committed to generational impact.

This article reflects the perspectives of Rosemonte’s leadership team, including Dr. Scully Fitzgibbons, Dr. Alan Richards, and Govind.